Simplifying Complex Transformations

We all have heard of change management and understand that at any given point in time, every organization is going through some sort of change. The world around us is in a constant state of flux and one might say that instead of change maybe it is stagnation that is unnatural.

Change Management is an essential element for any transformational project digital or otherwise and while there are many frameworks available from a simple google search it can still be a daunting and complex process.

Change can be transformation, transition, development, or even substitution. Change in itself is neither good nor bad and what defines it is the context, application & implementation. Change is simply a vehicle or tool leading to a different outcome for better or worse.

So how do we manage this change, especially in this digital world where we are constantly adopting newer technologies and disrupting the status quo? Following a Change Management Process is easier said than done.

In my experience, my biggest challenge was to answer where do I start? While the information was available I usually need to provide it with structure — my structure for it to make sense to me. In my attempt to do so, I created my own Transformation Philosophy based on my years of learning & success.

Effective communication, Defined Ownership & Participation at all levels usually define the success or failure of any implementation.

The 4P Framework allows me to define the Situation/Scope/Project/ Challenge with Clarity and sets the foundation to create a tactical plan to manage the transformation. By providing the information structure I can then apply it to more complex models and start contributing to the overall strategy.

This also enables me to simplify the information and helps me understand the key focus areas.

Purpose — Why are we doing this? What are the outcomes that we are working towards?

This is “Asking the Why”. It is important for me to understand what we are doing and why we are doing it. If we are introducing new technology what were the underlying factors that made us take this decision? What functionality is the organization currently missing and what are we wanting to achieve?

Product — What is changing in the technology/tech stack? What will this change impact? How will the transition be?

This is “Asking the What”. From a digital point of view, it is understanding what technology will we be including in our technology stack. Are we looking at a CRM, CDP, Marketing Automation, etc, and is it Salesforce, Adobe, etc? Understanding the product and its scope allows us to be better prepared.

Processes — With the addition of new technology what are the processes that need to be built around it?

This is “Asking the How”. How will this technology integrate with the existing architecture and connect with other systems? Do we have the technical capability, is it an easy implementation, and how long will this process take? Are the roles and responsibilities of all the stakeholders involved clearly defined and who will champion it etc?

People — How will this new capability impact the existing team members or the organization?

This is “Asking the Who”. The singular most important element of any transformational project is the people who will be impacted or will be adopting this change and unfortunately many Projects, Consultants, and Organizations tend to overlook this element. Understanding is the employee’s understanding of the purpose and benefit of the change is important for its success.

Have we communicated what we are doing and why we are doing it? How will we be executing and implementing the change? Will it cause massive emotional displacement? Do we have change advocates/Champions identified? How are we sharing updates and information? To what degree do we need to facilitate training and enablement?

Remember that months of strategy, planning, and implementation can fail if people do not adopt and accept the change. Resistance to change is a human reaction formed out of uncertainty, confusion fear, and frustration

In conclusion for change to be effective, it needs to balance human and organizational needs, it needs to have a purpose, it needs to be inclusive and lastly, it needs to be measurable.